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Overcoming Challenges in
Creating Self-Service Analytics
Session 114, February 13, 2019
Chris Hutchins, Associate Vice President, Healthcare Analytics, Northwell Health
James Kouba, Director, Healthcare Solutions, Perficient
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Chris Hutchins & James Kouba
Have no real or apparent conflicts of interest to report.
Conflict of Interest
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Todays Objectives
Situation Context
Align and Deliver
Techniques: How Did it Really Happen?
Strategy
Roadmap
Incremental delivery
Follow-through
Summary
Questions Review
Q&A
Agenda
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Identify key
techniques to build
partnerships and
establish a strong
team approach
between business
and IT across the
organization
Learning Objectives
Compare best
practices for
providers wanting
to build self-service
analytics programs
Explain the
importance of
establishing a clinical
enterprise data
warehouse to form
a single view of truth
to enable Medicaid
payment reform
program participation
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Discover how Northwell
Health used participation
in New York State’s
Medicaid reform program
to drive the development
of a self-service analytics
infrastructure
Learn key techniques to
develop close collaboration
and partnership with business
decision makers in order to
match information delivery
capabilities with the
organization’s key
business initiatives
Presentation Objectives
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About Northwell Health
2M+
Patients
treated annually
$11B
Annual operating
budget
Over 4.3 million patient encounters
More than 61,000 employees
More than 40,000 births
286,000+ hospital discharges
816,000+ emergency visits
732,000+ home health visits
184,000+ ambulatory surgeries
106,000+ ambulance transports
2,100 research studies
5,000 participants
1,500 research staff
#1
Largest private
employer in New York
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Service Area - 8+ million people
Nation’s 14
th
-largest healthcare system
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Mission to Serve & Raise the
Standard of Healthcare
Improving community health
Providing the highest-quality
clinical care
Educating health care professional
Advancing medicine through
bio-medical research
Promoting health education
Caring for the entire community
regardless of the ability to pay
"The goal of Northwell
Health is a simple one
that has been the same
since its inception…
be better tomorrow
than we are today."
Michael Dowling,
President and CEO,
Northwell Health
The Mission
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Strategic Goal:
Enable Northwell to identify innovative
approaches to reform care delivery
Supporting the Mission
Strategy
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Taking Action
Business Tactic:
Enable Northwell’s care reform goal through
participation in the Delivery System Reform
Incentive Payment (DSRIP) program
Strategy Tactics
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New York State’s main mechanism to implement the
Medicaid Redesign Team (MRT) Waiver Amendment
Purpose: Fundamentally restructure the health care
delivery system
Goal: Reduce avoidable hospital use by 25% over 5 years
Reinvest in Medicaid program; up to $6.42 billion dollars
are allocated
Payouts based upon achieving predefined results in:
System transformation
Clinical management
Population health
The DSRIP Program
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To participate in DSRIP, Northwell needed to develop specific tools,
processes, education, and measures in order to improve care and
begin restructuring the health care delivery system.
Establish a single integrated view of Northwell’s clinical,
claims and financial data
Create a self-service analytics platform and program to
deliver information and measures
IT Has Work to Do
Strategy Tactics Projects
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Vast store of integrated information coupled with
serf-serve analytics
Discovery and analysis across clinical, financial
and operational functions
Engaged clinical, financial, and operational stakeholders
Identification of care reform opportunities
The Payoff
Strategy Tactics Projects Value
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The real order of events were not as straightforward
An orderly waterfall - not the method that works for
most organizations
Organizations have many challenges:
And Now for the Rest of the Story
Multiple
initiatives
Diverse/multi-faceted
organization
Competing
priorities
Legacy
solutions
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Let’s look at the techniques Northwell
used to achieve value
How Did it Happen?
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Getting Started
Developed a three-part strategy to begin to addressing
organizational needs
1. Worked with executive leaders to identify organizational
priorities
Informed development of an enterprise roadmap for data integration
2. Established an enterprise platform to support self-service
Enabled verticals to accelerate learning and deepen capabilities
3. Organized and co-located technical and clinical staff to bolster
clinical reporting
Established exceptionally deep technical and data management skills
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Vision and Business
Capabilities
Recognize current pain
points and underlying
root causes
Discovery
Technical Capabilities
Develop future-state data
and analytics reference
architecture
Operating Model
Identify improvements
to support the planned
implementation
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Scored each capability against 6 dimensions
Balancing Priorities
Reviewed and agreed upon “High Prioritycapabilities
Developed a Cohesive 24-Month Delivery Roadmap
Strategic
Value
Return on
Investment
(ROI)
# of
Stakeholder
Requests
Business
Readiness
Data
Readiness
(Phase 1
coverage)
Complexity
(Integration)
Business capabilities
Technical capabilities
Governance
DevOps
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Northwell’s 24-Month Roadmap
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Enterprise Data Warehouse
Single view of Patients
on one platform
Targeted Data Marts to
enable Self-service
analytics
Streamlined data
movement and
processing
Scalable Framework
Real-Time Operational
Dashboards
Allergy Claims
Pharma
EHR
HbA1c
MedsLabs
Clinical
Data
Social
HIE
EDW
Enterprise Data
Warehouse
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Enabled Business Units
Health Solutions
Patient Experience
Krasnoff Quality Management
Institute
Physician Partners
Feinstein Institute
Marketing
Finance
Zucker School of Medicine
Strategy
Corporate Operations
Emergency Services
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Providing High Availability
35K monthly views
Over 300 Active Reports
Over 400 active dashboards
Serving over 800 monthly
consumers
Over 300 tickets and requests
monthly
~ 4.7 Billion daily update
in less than 4 hours
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Healthcare Analytics Organization
Database
Administration
Database &
Server
Support
System
Administration
Data Management
Transformation
Staging
Normalization
Support
Reporting
Reports
Dashboards
Support
Data Integrity &
Governance
Acquisition
Business
Analysis
Data Profiling
Business
Definitions
Access Policies
Analytic Resource
Center
Analytics Portal
Solutions Design
Consulting
Process
Improvement
Application
Support
Clinical Data Strategy
Physician led team guides clinical content development
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Pre-release Engagement with Key Business Consumers
Communicate (and sell) upcoming capabilities
Review data and analytics pre-release
Soft release of data (encourage exploration)
Release and Roll-out
Educate/train consumers
Announce and deliver
Be ready to handle questions/issues
Critical Review Value Realized Post Data & Analytics Delivery
What is working well, as expected
What is not working or did not meet expectations
Document business value achieved and/or supported
Delivery and Follow Through
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Patient Experience
Likely To Recommend
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Pending Appointments Gaps In Care
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Provider Scorecard
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Why it Worked
Formed
partnership
Educated
stakeholders
Drove buy-in and
adoption across
the organization
Mentored
team members
Developed trust in
the data early
Provided
iterative value
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1. Engage with business leadership during strategic planning
2. Educate cross-functional leaders on the value and approach
3. Develop a solid partnership between business intelligence
work and the key business initiatives to be supported
4. Establish trust in the process and the data provided
Maintain frequent interaction throughout development and delivery
Deliver quickly with smaller increments of value
Adapt the process and tactics as the business evolves
Recap
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Main Focal Points for Partnering:
Align strategic objectives
Align tactical milestones
Agree on IT/BI prioritization, planning and delivery processes
Bi-directional communications on an established cadence
Value realization achievement review post IT/BI delivery
Summary
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Where does Northwell Health rank in terms of largest healthcare
systems in the U.S.?
a) 10
th
b) 14
th
c) 24
th
d) 30
th
What is the most important success criteria in analytics?
a) Business value
b) Fast infrastructure
c) Multi-color visualizations
d) State-of-the-art technology
Northwell Health used an enterprise data warehouse to feed its
self-service analytics and drive business value.
True or False?
Preview of CE Questions
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Where does Northwell Health rank in terms of largest healthcare
systems in the U.S.?
b) - 14
th
Largest Healthcare System in the U.S.
What is the most important success criteria in analytics?
a) Business value
× Fast infrastructure
× Multi-color visualizations
× State-of-the-art technology
Northwell Health used an enterprise data warehouse to feed their
self-service analytics and drive business value?
True
Correct Answers
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Chris Hutchins
eMail: chutchins@northwell.edu
LinkedIn: https://www.linkedin.com/in/cjhutchins/
James Kouba
eMail: jim.kouba@perficient.com
LinkedIn: https://www.linkedin.com/in/james-
kouba-80477214/
Questions
Please remember to complete the online session evaluation